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available. Employees can understand and ensure benefit programs through benefits workshops, HR-employee meetings, and social networking tools (Wilfred et al., 2014).
Employees who are given benefits that they are entitled to receive are more satisfied with their jobs (Mamorsky, 2015). Employees who are satisfied with their jobs, are more interested in their jobs and have the feeling that they are treated fairly. When employees are given benefits, they perceive their jobs as desirable, having high amount of job security, good pay, interesting work, and nice co-employees. “There is a positive relationship between employee benefits and job satisfaction” (Bendix, 2010, p. 109). Job satisfaction increases as employees are guaranteed of benefits they are entitled to have. Job satisfaction levels of employees ranges from very low to very high and anywhere in between. It is desirable for employees to be satisfied about their jobs for two reasons. Firstly, employees who are satisfied with their jobs may go an extra mile when performing their duties in the organisation or display organisational citizenship behaviours (OCBs) (Griffin & Moorhead, 2011). OCB’s are behaviours that are not compulsory in the organisation but are necessary for the effectiveness, efficiency and global competitiveness of the organisation. The second reason why job satisfaction is significant to employees is because satisfied employees are less likely to quit their jobs (Robbins et al., 2013). An employee who is satisfied in his/her employment may never consider looking for alternative employment. Only dissatisfied employees look for alternative employment and employment opportunities. Satisfied employees do not embark on strikes because they are satisfied in their employment (Ioannides et al., 2014).
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states that positive interactions between employers and employees lead to shared identity, common goals and increased trust between the entire workforce.
However, labour relation is complex in nature and involves interactions between various stakeholders, namely, employers, employees and the State (Grunig, 2013). It is, therefore, a tripartite employment relationship. “The relationship is a human relationship and is governed by rules and regulations” (Deegan, 2014, p. 21). Parties in the employment relationship are encouraged to communicate effectively and address labour relations issues in a sound and fair manner. Communication as a process requires one party to consider another while pursuing the desired results. Effective communication becomes vital to harmonious labour relations and to the survival of the entire organisation (Habermas, 2015, p. 10).
3.5.1 Definition of communication
Good relationships are based on effective communication between employers and employees (Habermas, 2015). Grunig (2013) state that, on average, people spend four fifths of their employment life communicating. Communication is one aspect that employers and employees cannot do without. Communication is significant in the employment relationship, and ensures that common understanding is achieved in pursuing the desired outcome.
Communication is a “process whereby a sender transmits a message to a receiver, who interprets the message and bestows it with meaning” (Griffin & Moorhead, 2011, p. 89). The one who receives the message replies with his/her own message. Effective communication depends on whether the message communicated is analysed by the receiver in the same content that the sender intended. Communication comprises verbal (both written and oral) and non-verbal communication both of which are found in the employment relationship (Robbins et al., 2013).
Communication is the information in transition, and both parties have to receive the information in order to effectively perform the duties and activities assigned to them (Fielding, 2006). A number of factors can hinder the effectiveness of the communicated message. The factors may include stereotyping, the halo effect, perceptual defence, selective perception, projection and semantics.
Stereotyping: This is when certain characteristics are projected to an individual just because of the group he/she belongs to, for example, a young black female employee may
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be perceived as not having experience, being soft and not taken seriously in employment situations.
The Halo effect: This occurs when, for example, an employee is characterised because of the group characteristics represented by that employee.
Projection: Projection occurs when the receiver of the message falsely assumes that he/she is sharing the same beliefs, and opinions as the sender of the message. This may send the wrong information during the negotiation process, leading to conflict.
Attribution: Attribution is the process of determining whether the behaviour observed in others is caused externally or internally. When the behaviour of the other party is judged by the negotiator it is referred to as the attribution process (Griffin & Moorhead, 2011).
3.5.2 Establishment of trust between the parties
Effective communication is the result of trust established in the workplace between the employers and employees (Burchill, 2014). “Effective communication guarantees the development of trust, as a forerunner for harmonious labour relationship” (Habermas, 2015, p. 15). Employers and employees should create a harmonious, conducive environment in which they listen and understand each other. Labour relationships take into consideration employees, not only as factors of production but also as individuals who bring their own needs, expectations and goals to the place of employment. Informal and formal communication takes place daily, either telephonic or face-to-face interactions. According to Petty and Cacioppo (2012), communication is significant in creating the right atmosphere for trust, negotiations and effective bargaining.
Employers and employees must effectively communicate in order to negotiate and bargain on issues such as involvement in decision-making and policy constructions. The LRA 66 of 1995 brought new labour changes regarding the employment relationship. Employees are allowed to bargain and organise freely with their employers, having the right to join trade unions and the right to strike. The Public Service Co-ordinating Bargaining Council (PSCBC) enhances effective communication between the State, employers and employees.
This channel maintains the authority structure and is a formal channel for communication (Robbins et al., 2013).
55 3.5.3 Employee involvement and communication
As explained earlier, communication is the way in which employers and employees interact, and input by both sides effectively contributes to achieving good labour relationships.
Collective bargaining assists parties to reach consensus because of employment interests that are not common (Valticos, 2013). Democracy also supports that employees must participate in decision-making processes. Employee participation refers to the ownership and management of employees in the organisation. Employee participation is defined by Robbins et al. (2013) as a style of management that permits employees, either individually or collectively, to participate meaningfully in and/or play a role in decision making and to the decision making of the entire organisation. Employee participation in the workplace gives employees more control and influence over their own work situations. Employee involvement, participation and communication vary from information sharing that is informal, to formal decision making (Fielding, 2006).
Employee participation occurs at different levels in the workplace, depending on whether the organisation is task-centered or power-centered. Task-centered communication involves decision making on the lower levels of the organisation (Deegan, 2014). Power-centered communication occurs in higher levels of employment and is related to the employee’s department or the entire organisation. Employee participation through communication may occur in two different forms, which are direct and indirect employee participation. Direct participation occurs when employees are directly involved in the processes that occur in the workplace whereas indirect participation occur when the employee is represented in the processes at the workplace. Organisations are created in a way that employees are permitted to take part in the processes such as decision making in the organisations (Broadbent, 2013).
3.5.4 Listening skills
Listening skills make effective communication possible (Sieberhagen, Pienaar, & Els, 2011).
However, no matter how much energy one party uses in order to communicate their needs, beliefs and concerns with the other, if the other party is not willing to listen and receive the information accordingly, communication will not be possible. People do not listen to understand/communicate but listen to respond and this usually happens when people are in conflict/loggerheads. Rather than listening to what the other person is saying, many people already process their response that is against what the other person is saying (Broadbent, 2013).
56 3.5.5 The ILO recommendations on communication
Communication in the employment relationship is guided by Recommendation No. 129 of the International Labour Organisation (ILO) (Swepston, 2013). It emphasises that it is in the common interest of employees and employers to identify the significance of mutual understanding within favourable activities efficiency and aspirations of the employee (Burchill, 2014). Communication is regarded by the ILO as significant and this authority recommends that employers and employees consult one another when establishing communication networks in the workplace in order to ensure effective communication and harmonious employment relationships (Watzlawick, Bavelas, Jackson, & O'Hanlon, 2011).
“Employment relationships involve human interactions in the workplace” (Watzlawick et al., 2011, p. 78). This relationship is based on the common understanding of making interactions work. Communication is part of the cornerstones of effective labour relationships (Griffin &
Moorhead, 2011). According to Broadbent (2013), organisations cannot exist without effective communication between employers and employees. The labour relationship is complex and involves employers and employees to exchange information and create meaning in the work environment. The South African labour legislation and the ILO determine the rules that organisations must comply with/abide to regarding communication and labour relationship in various organisations (Sieberhagen et al., 2011).